The Department of Defense: What is Being Done to Resolve Longstanding Financial Management Problems? : Hearing Before the Subcommittee on Government Efficiency, Financial Management and Intergovernmental Relations of the Committee on Government Reform, House of Representatives, One Hundred Seventh Congress, Second Session, March 20, 2002
United States. Congress. House. Committee on Government Reform. Subcommittee on Government Efficiency, Financial Management, and Intergovernmental Relations
U.S. Government Printing Office, 2003 - 66 páginas
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Página 8 - In holding hearings pursuant to subdivision (A), the committee shall receive testimony from the Secretary of the Treasury, the Director of the Office of Management and Budget, the Chairman of the Council of Economic Advisers, and such other persons as the committee may desire.
Página 8 - DOD's financial management deficiencies, taken together, represent the single largest obstacle to achieving an unqualified opinion on the US government's consolidated financial statements. To date, none of the military services or major DOD components have passed the test of an independent financial audit because of pervasive weaknesses in financial management systems, operations, and controls.
Página 37 - Because DOD's payment and accounting processes are complex, and generally involve separate functions carried out by separate offices using different systems, the line of accounting must be manually entered multiple times, which compounds the likelihood of errors. An error in any one character in such a line of code can delay payment processing or affect the reliability of data used to support management and budget DOD Adopts Year 2000 Approach End-to-End Business Process Focus decisions.
Página 23 - Chairman and members of the subcommittee, this concludes my statement I would be pleased to answer any questions that you or other members of the subcommittee may have at this time. Contacts and Acknowledgments For further information about this testimony, please contact Gregory D.
Página 10 - These numerous systems have evolved into the overly complex and error-prone operation that exists today, including (1) little standardization across DOD components, (2) multiple systems performing the same tasks, (3) the same data stored in multiple systems, (4) manual data entry into multiple systems, and (5) a large number of data translations and interfaces that combine to exacerbate problems with data integrity.
Página 8 - This effort is an essential part of the Secretary of Defense's broad initiative to "transform the way the department works and what it works on.
Página 13 - Act of 1990,8 it is the responsibility of the agency Chief Financial Officer (CFO) to establish the mission and vision for the agency's future financial management and to direct, manage, and provide oversight of financial management operations. However, at DOD, the Comptroller — who is by statute the department's CFO — has direct responsibility for only an estimated 20 percent of the data relied on to carry out the department's financial management operations.
Página 9 - DOD's financial management deficiencies adversely affect the department's ability to control costs, ensure basic accountability, anticipate future costs and claims on the budget, measure performance, maintain funds control, prevent fraud, and address pressing management issues.
Página 15 - Lack of Incentives for Change The final underlying cause of the department's long-standing inability to carry out needed fundamental reform has been the lack of incentives for making more than incremental change to existing "business-as-usual" operations, systems, and organizational structures.
Página 42 - ... recommendations in those reports will be a critical factor in how much financial management improvement actually occurs, especially in crucial day-to-day activities like paying bills and collecting debts. The variety of recent audit findings illustrates the breadth of the DoD financial management challenge. — We reported in May 2001 that the Defense Finance and Accounting Service needed to be more efficient and aggressive in collecting debt from large contractors. We identified 148 cases worth...